A Fortune 10 technology company wanted to grow its cloud platform's presence in a sector it understood less well than its commercial markets: public health and social services. Child welfare, eligibility and enrollment, Medicaid administration, behavioral health and adult protection programs all run on software, but that software is procured by governments, built and operated by systems integrators and independent software vendors, and constrained by funding rules that have little in common with enterprise IT.
The client's questions were practical. Who actually makes the cloud decision in this sector? What does the application landscape look like, and what state is it in? Which competitors, established and emerging, hold the ground? And what would drive, or block, the next wave of modernization spending? Without answers, it could not position its platform in the sector with confidence.
PP&A led a global compete study built on ten one-hour interviews with technology executives at systems integrators and independent software vendors active in public health and social services. These are the organizations that design, implement and operate the sector's systems.
The interview guide covered the structure of the sector and its program verticals, the characteristics of the applications in use, the competitive landscape among integrators and software vendors, procurement and refresh cycles, the funding mechanisms behind modernization, and the emerging shift from fee-for-service to value-based care and what it implies for systems. Interview findings were synthesized into a sector overview, an application-landscape map, a competitive assessment and a view of modernization drivers and timing.
The client received a sector overview, a map of the application landscape, a competitive assessment and a view of modernization drivers and timing. The study showed where cloud decisions in the sector sit and which organizations the client would need to win over. It described the age and design of the systems agencies run, and how procurement cycles, funding rules and workforce constraints set the pace of change. The competitive assessment covered established integrators, software vendors and cloud-native newcomers, and how sector stakeholders perceive the client's own platform. The study reset several of the client's assumptions about the sector. It also identified the program refreshes and policy shifts that could open the next wave of modernization, which gave the client concrete moments to plan its go-to-market around.
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